texas a&m forest service mission ready package catalog mrp final draft 021920.pdfthe mrp catalog...

Texas A&M Forest Service Mission Ready Package Catalog

February 2020

Table of Contents

OVERVIEW & PURPOSE.......................................................................................................................... 1

RESOURCE ORDERING ........................................................................................................................... 2

ALL-HAZARDS INCIDENT COMPLEXITY ANALYSIS ..................................................................... 3

INCIDENT COMPLEXITY ANALYSIS CHART ......................................................................... 3 WILDLAND FIRE COMPLEXITY ANALYSIS ..................................................................................... 6

WILDLAND FIRE RISK COMPLEXITY ANALYSIS ................................................................... 6 INDICATORS OF INCIDENT COMPLEXITY .......................................................................... 11

LETTER OF EXPECTATION DEVELOPMENT PROCESS ...............................................................13

LETTER OF EXPECTATION SAMPLE ................................................................................... 16 TFS MRP RESOURCE FUNCTIONS ......................................................................................................17

INCIDENT MANAGEMENT TEAM COMPONENTS ..........................................................................18

LONE STAR STATE INCIDENT MANAGEMENT TEAM – TYPE II (LONG) ......................................19 LONE STAR STATE INCIDENT MANAGEMENT TEAM – TYPE II (SHORT) ....................................20 LONE STAR STATE INCIDENT MANAGEMENT TEAM – TYPE III .......................................... 21 REGIONAL INCIDENT MANAGEMENT TEAM – TYPE III ...................................................... 22 TEXAS ALL-HAZARDS PLANNING MODULE ...................................................................... 23 TEXAS ALL-HAZARDS FINANCE/REIMBURSEMENT MODULE ............................................ 24 POST-FIRE ASSESSMENT TEAM ........................................................................................ 25 TFS URBAN TREE ASSESSMENT TEAM .............................................................................. 26

OPERATIONAL COMPONENTS ............................................................................................................27

TIFMAS TASKFORCE/STRIKE TEAM .................................................................................. 28 TIFMAS HAZMAT TASKFORCE .......................................................................................... 29 LONE STAR STATE HANDCREW ........................................................................................ 30 TFS SAW CREWS .............................................................................................................. 31 TFS OPERATIONAL/LOGISTICS SUPPORT EQUIPMENT ........................................................ 32 TEXAS COMMAND POST .................................................................................................. 33

ABBREVIATIONS, ACRONYMS, AND INITIALIZATIONS..............................................................34

GLOSSARY OF RELEVENT TERMINOLOGY ....................................................................................35

CONTACTS .................................................................................................................................................36

TFS COMMAND STAFF ................................................................................................... 36TFS REGIONAL FIRE COORDINATORS ............................................................................ 37 TDEM COMMAND STAFF .............................................................................................. 38 TDEM DISTRICT COORDINATORS ................................................................................. 39 DPS DISASTER DISTRICT CHAIRS .................................................................................. 40

ADDITIONAL RESOURCES ....................................................................................................................41

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Overview & PurposeThe State of Texas Emergency Management Plan establishes a comprehensive, All-Hazards approach to enhance the ability of Texas to manage domestic incidents. This plan is comprised of the Basic Plan, Emergency Support Function (ESF) Annexes, and Hazard Annexes. The Texas A&M Forest Service (TFS) and cooperative support agencies participate in the coordination effort and through the Texas Division of Emergency Management (TDEM).

The Firefighting Annex (ESF #4), identifies TFS as the primary link between firefighting resources and TDEM. During disasters and other major emergencies, TFS coordinates and represents state firefighting support to TDEM and other responding agencies. The purpose of ESF #4 is to provide state support of the detection and suppression of wildland, rural and urban fires resulting from, or occurring with, an All-Hazard incident, requiring a coordinated state response for assistance.

TFS will coordinate firefighting activities and provide personnel, equipment and supplies in support of local and state area agencies involved in wildland, rural, and urban firefighting operations. Local and regional mutual aid must be exhausted before state assistance is requested, except situations where lives and property are immediately threatened. If resources or information cannot be provided by Disaster District Committee (DDC), the DDC Chairperson will send a State of Texas Assistance Request (STAR) to the State Operations Center (SOC) for resolution.

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Resource Ordering When mutual aid becomes expended, the local response organization should designate an incident commander who is responsible for all incident activities, including the development of strategies and tactics and the ordering and release resources. This Mission Ready Package (MRP) Catalog is designed to help streamline the ordering process and to help bridge the gap of understanding of what resources TFS is able to provide to local jurisdictions, during All-Hazard incidents. These resource components are not definitive, but are organized to act as a guide to local jurisdictions in the resource ordering process. The MRP Catalog is broken down into two sections: 1.) Incident Management Components and 2.) Operational Components.

The Incident Management Components play an essential role in the management of, and response to, local/regional/state emergencies, natural disasters and public events. Please refer to the appropriate Incident Complexity Analysis Document (All-Hazard or Wildfire), to consider incident complexity factors or contact your local TFS or TDEM Representative for assistance.

Incident Management Components are: 1.) Lone Star State Incident Management Team – Type II (Long Team Configuration) 2.) Lone Star State Incident Management Team – Type II (Short Team Configuration) 3.) Lone Star State Incident Management Team – Type III 4.) Regional Incident Management Team – Type III 5.) Texas All-Hazards Planning Module 6.) Texas All-Hazards Finance/Reimbursement Module 7.) Post-Fire Assessment Team 8.) Urban-Tree Assessment Team

The Operational Components consist of tactical personnel and equipment, qualified to carry out wildfire and All-Hazard missions. Resource ordering coordination responsibility will be carried out by TFS to the local jurisdiction. These may come in the form of firefighting support, logistical support, chainsaw work, debris removal, emergency road clearing, etc.

Operational Components are:

1.) TIFMAS Taskforce/Strike Team 2.) TIFMAS HazMat Taskforce 3.) Handcrew/Module/Squad 4.) Saw Module/Saw Squad/Saw Team 5.) TFS Operational/Logistical Support Equipment 6.) TFS Command Post

Incident Complexity

The NIMS Guideline for the National Qualification System defines Incident Complexity as the Incident criteria determined by the level of difficulty, severity, or overall resistance faced by incident management or support personnel while trying to manage or support an incident to a successful conclusion or to manage one type of incident or event compared to another type.

Incident Complexity is the combination of involved factors that affect the probability of control of an incident. Many factors determine the complexity of an incident, including, but not limited to, area involved, threat to life and property, political sensitivity, organizational complexity, jurisdictional boundaries, values at risk, weather, strategy and tactics, and agency policy. Incident complexity is considered when making incident management level, staffing, and safety decisions.

Incident complexity is assessed on a five-point scale ranging from Type 5 (the least complex incident) to Type 1 (the most complex incident).

Various analysis tools have been developed to assist consideration of important factors involved in incident complexity. Listed below are the factors that may be considered in analyzing incident complexity:

• Impacts to life, property, and the economy• Community and responder safety• Potential hazardous materials• Weather and other environmental influences• Likelihood of cascading events• Potential crime scene (including terrorism)• Area involved, jurisdictional boundaries• Availability of resources

Complex Incidents are larger incidents with higher incident complexity (normally Type 1 or Type 2 incidents) that extend into multiple operational periods and rapidly expand to multijurisdictional and/or multidisciplinary efforts necessitating outside resources and support.

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All-Hazards Incident Complexity Analysis

*This chart is a guide and should NOT be used as an absolute*

Name of Incident: Date: Kind of Incident: Completed by:

YES = A likely factor - NO = Not likely a factor 1. Jurisdictional boundaries (Check One) YES NO

Incident is within a single local political jurisdiction Incident is within two adjoining local political jurisdictions

Incident is within more than two adjoining local political jurisdictions Incidents encompass more than two non-adjoining local jurisdictions (Incident Complex)

Incident is within local government and state/tribal jurisdictions Incident is within local government and federal jurisdictions

Incident is within only a state/tribal jurisdiction Incident is within only a federal jurisdiction

2. Threat to life (persons who requires responder assistance) (Check One)Less than 10 persons

Less than 100 persons Greater than 100 persons

3. Threat to property (Check One)Incident is not getting larger

Incident is getting larger but is not extending beyond existing perimeter Incident cannot be contained within the existing perimeter

4. Area (location) involved (does not include property value) (Check One)Less than one acre/square block (not likely to extend beyond)

Less than one acre/square block) (likely to extend beyond) Less than ten acres (not likely to extend beyond)

Less than ten acres (likely to extend beyond) Less than 360 acres/square miles (not likely to extend beyond)

Greater than 360 acres Greater than 1000 acres

5. Population Impact (Check One)N/A

Less than 100 Less than 500

Greater than 500 6. Number of homes and business evacuated or may be evacuated (Check One)

N/A Less than 25

Less than 100 Greater than 100

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7. Values at risk (Check One) YES NO Additional losses should be less than 100,000

Additional losses should be less than 1,000,000 Additional losses should be less than 10,000,000

Additional losses should be less than 100,000,000 Additional losses will exceed 100,000,000

8. Threat to environment (Check One)Environmental issues will only be during the incident

Environmental issues will be mitigated within one year of the incident Environmental issues will last more than a year of the incident

9. Weather (Check One)Forecast indicating no impact on incident operations

Forecast indicates no significant relief Forecast indicates worsening conditions

10. Organizational complexity (Check All Applicable)The Incident will go beyond the initial operational period

Written Incident Action Plan is needed for each operational period Less than 25 incident personnel

Less than 100 incident personnel (Type 3) Less than 250 incident personnel

Less than 500 incident personnel (Type 2) More than 500 incident personnel (Type 1)

Three or more Division or Groups will be needed Branches will be needed

Substantial Air Operations will be needed Night operations will be needed

Special support/operations personnel will be needed (Health, Power, Public Works, Hazmat, other)

11. Media/Social Impact Significant Media Impacts, Social networks (Check All Local Media is or will be at the Incident

Regional Media is or will be at the Incident National Media is or will be at the Incident

Social Media Networks will need to be monitor and replied to IC will be established

Regular Public Meetings will be needed

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12. Resource Ordering (Check All Applicable) YES NO Number and kind of local resources available will not be sufficient

Resources from assisting, cooperating or mutual aid agencies are needed Resources from outside the area are needed

There are state resources at the incident or will be needed There are federal resources at the incident or will be needed

There are numerous spontaneous volunteers There has been or expected a large amount of donated supplies

There is or will be a need for private/contracted resources There is a single point to order resources

There are multiple points to order resources There is an activated local EOC

There is a local MAC/Coordination Center There is a State MAC/Coordination Center

There is a Regional MAC/Coordination Center There is a National MAC/Coordination Center

Local resources will need to be available to deal with other emergencies that are not related to this incident

13. Political/Economic Sensitivity (Check All Applicable)The kind of incident

The location of the incident Cost of incident mitigation will be significant

High Potential for Incident Growth and/or Escalation of the Event Critical Infrastructure Damaged and/or Compromised (Electricity, Water, Sewer etc)

Transportation Ingress/Egress compromised effecting Travel Routes Hazardous Materials Present in Large Quantities

High Volume of Debris Present Local Municipality, City, or County Disaster Declaration has been made or is needed

Governor’s Emergency or Disaster Declaration has been made or is needed Governor s and Presidential Stafford Act Disaster Declaration has been made or is needed There are preexisting controversies with the public that will be a factor in the management

of the incident There are preexisting relationships with response resources that will be a factor in the

management of the 14. List Other issues

*Greater than 8 ‘Yes’ answers would probably indicate a need for a Type 3 Team (Subtract ShadedBoxes)* *Greater than 15 ‘Yes’ answers would probably indicate a need for a Type 2 Team(Subtract Shaded Boxes)* *More than 20 ‘Yes’ answers would probably indicate a need for a Type 1 Team – Please consult with yourTFS or TDEM Representative.

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Wildland Fire Complexity Analysis

The Wildland Fire Risk Complexity Assessment should be used to evaluate firefighter safety issues, assess risk, and identify the appropriate incident management organization. Determining incident complexity is a subjective process based on examining a combination of indicators or factors. An incident’s complexity can change over time; incident manager should periodically re-evaluate incident complexity to ensure that the incident is managed properly with the right resources.

Instructions: Incident Commanders should complete Part A and Part B and relay this information to the Agency Administrator. If the fire exceeds initial attack or will be managed to accomplish resource management objectives, Incident Commanders should also complete Part C and provide the information to the Agency Administrator.

Part A: Firefighter Safety Assessment Evaluate the following items, mitigate as necessary, and note any concerns, mitigations, or other information.

Evaluate these items Concerns, mitigations, notesLCES

Fire Orders and Watch Out Situations

Multiple operational periods have occurred without achieving initial objectives

Incident personnel are overextended mentally and/or physically and are affected by cumulative fatigue.

Communication is ineffective with tactical resources and/or dispatch.

Operations are at the limit of span of control.

Aviation operations are complex and/or aviation oversight is lacking.

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Logistical support for the incident is inadequate or difficult.

Part B: Relative Risk Assessment

Values Notes/Mitigatio B1. Infrastructure/Natural/Cultural Concerns

Based on the number and kinds of values to be protected, and the difficulty to protect them, rank this element low, moderate, or high. Considerations key resources potentially affected by the fire such as urban interface, structures, critical municipal watershed, commercial timber, developments, recreational facilities, power/pipelines, communication sites, highways, potential for evacuation, unique natural resources, special-designation areas, T&E species habitat, cultural sites, and wilderness.

L M H

B2. Proximity and Threat of Fire to Values Evaluate the potential threat to values based on their proximity to the fire, and rank this element low, moderate, or high.

L M H

B3.Social/Economic Concerns Evaluate the potential impacts of the fire to social and/or economic concerns, and rank this element low, moderate, or high. Considerations impacts to social or economic concerns of an individual, business, community or other stakeholder; other fire management jurisdictions; tribal subsistence or gathering of natural resources; air quality regulatory requirements; public tolerance of smoke; and restrictions and/or closures in effect or being considered.

L M H

Hazards Notes/Mitigatio B4. Fuel Conditions

Consider fuel conditions ahead of the fire and rank this element low, moderate, or high. Evaluate fuel conditions that exhibit high ROS and intensity for your area, such as those caused by invasive species or insect/disease outbreaks; continuity of fuels; low fuel moisture

L M H

B5. Fire Behavior Evaluate the current fire behavior and rank this element low, moderate, or high. Considerations intensity; rates of spread; crowning; profuse or long-range spotting.

L M H

B6. Potential Fire Growth Evaluate the potential fire growth, and rank this element low, moderate, or high. Considerations Potential exists for extreme fire behavior (fuel moisture, continuity, winds, etc.); weather forecast indicating no significant relief or worsening conditions; resistance to control.

L M H

Probability Notes/Mitigatio B7. Time of Season

Evaluate the potential for a long-duration fire and rank this element low, moderate, or high. Considerations time remaining until a season ending event.

L M H

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B8. Barriers to Fire Spread If many natural and/or human-made barriers are present and limiting fire spread, rank this element low. If some barriers are present and limiting fire spread, rank this element moderate. If no barriers are present, rank this element high.

L M H

B9. Seasonal Severity Evaluate fire danger indices and rank this element low/moderate, high, or very high/extreme. Considerations energy release component (ERC); drought status; live and dead fuel moistures; fire danger indices; adjective fire danger rating; preparedness level.

L/ M

H VH /E

Enter the number of items circled for each column.

Relative Risk Rating (circle one):

Low Majority of items are “Low , with a few items rated as “Moderate Modera

Majority of items are “Moderate , with a few items rated as “Low

High Majority of items are “High ; A few items may be rated as “ Low or

Part C: Organization

Relative Risk Rating (From Part B)

Circle the Relative Risk Rating (from Part ). L M H

Implementation Difficulty Notes/Mitigation C1. Potential Fire Duration Evaluate the estimated length of time that the fire may continue to burn if no action is taken and amount of season remaining. Rank this element low, moderate, or high. Note This will vary by geographic area.

N/A L M H

C2. Incident Strategies (Course of Action) Evaluate the level of firefighter and aviation exposure required to successfully meet the current strategy and implement the course of action. Rank this element as low, moderate, or high. Considerations Availability of resources; likelihood that those resources will be effective; exposure of firefighters; reliance on aircraft to accomplish objectives; trigger points clear and defined.

N/A L M H

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C3. Functional Concerns Evaluate the need to increase organizational structure to adequately and safely manage the incident, and rank this element low (adequate), moderate (some additional support needed), or high (current capability inadequate). Considerations: Incident management functions (logistics, finance, operations, information, planning, safety, and/or specialized personnel/equipment) are inadequate and needed; access to EMS support, heavy commitment of local resources to logistical support; ability of local businesses to sustain logistical support; substantial air operation which is not properly staffed; worked multiple operational periods without achieving initial objectives; incident personnel overextended mentally and/ or physically; Incident Action Plans, briefings, etc. missing or poorly prepared; performance of firefighting resources affected by cumulative fatigue; and ineffective communications.

N/A L M H

Socio/Political Concerns Notes/MitigationC4. Objective Concerns Evaluate the complexity of the incident objectives and rank this element low, moderate, or high. Considerations clarity; ability of current organization to accomplish; disagreement among cooperators; tactical/operational restrictions; complex objectives involving multiple focuses; objectives influenced by serious accidents or fatalities.

N/A L M H

C5. External Influences Evaluate the effect external influences will have on how the fire is managed and rank this element low, moderate, or high. Considerations limited local resources available for initial attack; increasing media involvement, social/print/television media interest; controversial fire policy; threat to safety of visitors from fire and related operations; restrictions and/or closures in effect or being considered; pre-existing controversies/ relationships; smoke management problems; sensitive political concerns/interests.

N/A L M H

C6. Ownership Concerns Evaluate the effect ownership/jurisdiction will have on how the fire is managed and rank this element low, moderate, or high. Considerations disagreements over policy, responsibility, and/or management response; fire burning or threatening more than one jurisdiction; potential for unified command; different or conflicting management objectives; potential for claims (damages); disputes over suppression responsibility.

N/A L M H

Enter the number of items circled for each column.

Part C: Organization (continued)

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Recommended Organization (circle one):

Type 5 Majority of items rated as “N/A; a few items may be rated in other categories.

Type 4 Majority of items rated as “Low, with some items rated as “N/A, and a few items rated as “Moderate or “High”

Type 3 Majority of items rated as “Moderate, with a few items rated in other categories.

Type 2 Majority of items rated as “Moderate, with a few items rated as “High”

Type 1 Majority of items rated as “High”; a few items may be rated in other categories.

Rationale: Use this section to document the incident management organization for the fire. If the incident management organization is different than the Wildland Fire Risk and Complexity Assessment recommends, document why an alternative organization was selected. Use the “Notes/Mitigation” column to address actions for a specific element, and include these mitigations in the rationale.

Name of Incident Unit(s)

Date/Time Signature of Preparer

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Indicators of Incident Complexity

Common indicators may include the area (location) involved; threat to life, environment and property; political sensitivity, organizational complexity, jurisdictional boundaries, values at risk, and weather. Most indicators are common to all incidents, but some may be unique to a particular type of incident. The following are common contributing indicators for each of the 5 complexity types.

Type 5 Incident Complexity Indicators General Indicators Span of Control Indicators • Incident is typically terminated or concluded (objective met) within a

short time once resources arrive on scene• For incidents managed for resource objectives, minimal

staffing/oversight is required• One to five single resources may be needed• Formal Incident Planning Process not needed• Written Incident Action Plan (IAP) not needed• Minimal effects to population immediately surrounding the incident• Critical Infrastructure, or K e y Resources, not adversely affected

• Incident Commander (IC) position filled• Single resources are directly supervised by the IC• Command Staff or General Staff positions not

needed to reduce workload or span of control

Type 4 Incident Complexity Indicators

General Indicators Span of Control Indicators • Incident objectives are typically met within one operational period once

resources arrive on scene, but resources may remain on scene for multipleoperational periods

• Multiple resources (over 6) may be needed• Resources may require limited logistical support• Formal Incident Planning Process not needed• Written Incident Action Plan (IAP) not needed• Limited effects to population surrounding incident• Critical Infrastructure or Key Resources may be adversely affected, but

mitigation measures are uncomplicated and can be implemented within oneOperational Period

• Elected and appointed governing officials, stakeholder groups, andpolitical organizations require little or no interaction

• IC role filled• Resources either directly supervised by the IC or

supervised through an ICS Leader position• Task Forces or Strike Teams may be used to

reduce span of control to an acceptable level• Command Staff positions may be filled to

reduce workload or span of control• General Staff position(s) may be filled to

reduce workload or span of control


General Indicators Span of Control Indicators • Incident typically extends into multiple operational periods• Incident objectives usually not met within the first or second

operational period• Resources may need to remain at scene for multiple operational periods,

requiring logistical support• Numerous kinds and types of resources may be required• Formal Incident Planning Process is initiated and followed• Written Incident Action Plan (IAP) needed for each Operational Period• Responders may range up to 200 total personnel• Incident may require an Incident base to provide support• Population surrounding incident affected• Critical Infrastructure or Key Resources may be adversely affected and

actions to mitigate effects may extend into multiple Operational Periods• Elected and appointed governing officials, stakeholder groups, and

political organizations require some level of interaction

• IC role filled• Numerous resources supervised indirectly

through the establishment and expansion of theOperations Section and its subordinatepositions

• Division Supervisors, Group Supervisors, TaskForces, and Strike Teams used to reduce span ofcontrol to an acceptable level

• Command Staff positions filled to reduceworkload or span of control

• General Staff position(s) filled to reduceworkload or span of control

• ICS functional units may need to be filled toreduce workload

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General Indicators Span of Control Indicators • Incident displays moderate resistance to stabilization or mitigation and will

extend into multiple operational periods covering several days• Incident objectives usually not met within the first several Operational

Periods• Resources may need to remain at scene for up to 7 days and require

complete logistical support• Numerous kinds and types of resources may be required including many

that will trigger a formal demobilization process• Formal Incident Planning Process is initiated and followed• Written Incident Action Plan (IAP) needed for each Operational Period• Responders may range from 200 to 500 total• Incident requires an Incident base and several other ICS facilities to

provide support• Population surrounding general incident area affected• Critical Infrastructure or Key Resources may be adversely affected, or

possibly destroyed, and actions to mitigate effects may extend intomultiple Operational Periods and require considerable coordination

• Elected and appointed governing officials, stakeholder groups, and politicalorganizations require a moderate level of interaction

• IC role filled• Large numbers of resources supervised

indirectly through the expansion of theOperations Section and its subordinatepositions

• ranch Director position(s) may be filled fororganizational or span of control purposes

• Division Supervisors, Group Supervisors, TaskForces, and Strike Teams used to reduce span ofcontrol

• All Command Staff positions filled• All General Staff positions filled• Most ICS functional units filled to reduce

workload


General Indicators Span of Control Indicators • Incident displays high resistance to stabilization or mitigation and will

extend into numerous operational periods covering several days to severalweeks

• Incident objectives usually not met within the first several OperationalPeriods

• Resources may need to remain at scene for up to 14 days, requirecomplete logistical support, and several possible personnelreplacements

• Numerous kinds and types of resources may be required, including manythat will trigger a formal demobilization process

• DOD assets, or other nontraditional agencies, may be involved in theresponse, requiring close coordination and support

• Complex aviation operations involving multiple aircraft may beinvolved

• Formal Incident Planning Process is initiated and followed.• Written Incident Action Plan (IAP) needed for each Operational

Period• Responders may range from 500 to several thousand total• Incident requires an Incident base and numerous other ICS facilities to

provide support• Population surrounding the region or state where the incident

occurred is affected• Numerous Critical Infrastructure or K e y Resources adversely affected

or destroyed. Actions to mitigate effects will extend into multipleOperational Periods spanning days or weeks and require long-termplanning and considerable coordination

• Elected and appointed governing officials, stakeholder groups, and

• IC role filled• Large numbers of resources supervised

indirectly through the expansion of theOperations Section and its subordinatepositions

• ranch Director Position(s) may be filled fororganizational or span of control purposes

• Division Supervisors, Group Supervisors, TaskForces, and Strike Teams used to reduce span ofcontrol

• All Command Staff positions filled and manyinclude assistants

• All General Staff positions filled and manyinclude deputy positions

• Most or all ICS functional units filled to reduceworkload

Delegation of Authority/Letter of Expectation Development Process

In accordance with NIMS, a Delegation of Authority (DOA) is only used when an IMT is being asked to take over management of the incident. A Letter of Expectations (LEO) should be used when an IMT is in a supporting role to a local jurisdiction or Disaster District Chair (most common approach in Texas). For Type 3, 4, or 5 incidents, the DOA or LEO may be written or verbal.

The Texas A&M Forest Service Chief of Party will determine if the IMT needs to develop a DOA or LOE. If the need for one is determined, the Chief of Party with the IMT, will cooperatively develop and submit for signature to the local Agency Representative a written DOA or LEO. This development process assures that there is a complete understanding by all parties of the scope, nature and requirements of the assignment.

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From this document, the incident objectives can be established, the AA's priorities are captured, and expectations from the AA to the IMT are documented. If priorities or objectives change, updates to the document may be addressed.

The DOA or LOE can provide the following:

• Objectives• Priorities• Expectations• Constraints• Other considerations or guidelines as needed.

Following notification of mobilization, the Incident Management Team (IMT) will proceed to the impacted jurisdiction(s) and should attend two major briefings in the order specified below.

1.) Briefing by the AA attended by all members of the Command and General Staff.

The purpose of the AA briefing is to:

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1.) Provide a common understanding between the AA and the IMT of the environmental, social, political, and other management issues relevant to the incident and its location.

2.) Inform the IMT of the history, current status of the incident, and actions taken to date.

3.) Present documents providing intelligence and aids to management of the incident, including maps, photos, GIS products, weather forecasts, phone lists, agreement, plans and current ICS-209.

4.) Discuss and develop the DOA or LOE for the AA to the IC/UC.

5.) Identify key agency personnel who will be involved with the IMT, including the AA representative, resource advisor, and the incident business advisor.

6.) Establish procedures and schedules for communications between the AA and IC/UC.

7.) Establish how news media, public information, and important local and political contacts will be handled on the incident.

8.) Establish resource ordering procedures and fiscal considerations, limitations, or constraints.

9.) Establish standards for return of the incident to local management.

10.) Identify special safety awareness concerns and expectations.

During the AA briefing, the IMT Command and General Staff reviews the AA objectives and intent and directs questions to the AA, jurisdictional staff or current IC and Command and General staff attending the briefing to clarify the objectives and intent presented by the AA.

Following the briefing between the AA and the IMT Command and General Staff, the DOA or LOE is prepared by the jurisdiction or by the Plans Section of the IMT. The LOA is signed by all parties. It is essential that this occur prior to the IMT briefing with the current IC so that there is a clear understanding of the role and responsibility of the IMT when assuming management of the incident.

2.) Briefing by the current IC attended by all members of the Command and General Staff.

This briefing follows the AA briefing and focuses on the status and potential of the incident and incident resources. The current IC and Command and General Staff (if possible) attend, present the ICS-201 to the IMT and provide an overview of the current response activities, incident potential, and other relevant information and respond to specific issues and questions. Typically, the IMT will conduct an initial strategy meeting before assuming management of the incident.

Sources: National Incident Management SystemICS-200, ICS for Single Resources and Initial Incident Actions 2020 National Interagency Fire Center Red Book PMS 900 NWCG Operating Principles and Guidelines PMS 902 Interagency Incident Business Management Handbook ICS 420-1 Field Operations Guide ICS 410-1 Fireline Handbook

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Letter of Expectation

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TFS MISSION READY PACKAGE (MRP) RESOURCE FUNCTIONS

MISSION ROLES & RESPONSIBILITIES • All-Hazards Incident Management Teams (IMT) consists of personnel from appropriate

disciplines (fire, rescue, emergency medical, hazardous materials, law enforcement, publicworks, public health and others) trained to perform the functions of the Command and GeneralStaff in the Incident Command System. These functions include Command, Operations,Planning, Logistics, and Administration/Finance, as well as Safety, Public Information, andLiaison. Members of the initial responding departments often fill these functions; however, thesize, complexity, or duration of an incident may indicate the need for an IMT to support them.

• Provides wildland and structure firefighting resources to local, state and federal agencies insupport of firefighting and emergency operations.

• Provides command, control, and coordination of resources (to include Incident ManagementTeams) to local, state and federal agencies in support of firefighting and emergency operations.

• Provides direct liaisons and position specific staff with local, state, and federal EmergencyOperations Centers (EOCs), as appropriate.

• Provides Incident Management and Operational components during response activities, to savelives, protect property, and the environment, meet basic human needs and restore basic servicesand community functionality.

Works with Other Capabilities • Local, State, and Federal EOCs• Federal, State, & Local Resources (TDEM, TMD, EMTF, DPS, etc.)• Incident Management Assistant Teams (IMAT)• Incident Command Organizations

Incident Management Team Components

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Mission Capability May require a Letter of Expectation or Mission Tasking from Agency Having Jurisdiction. IMT has minimal tactical

resources, which should be assigned to the team by the Authority Having Jurisdiction.

• Manage incidents with complexity of Type 2, requiringa significant number of local, regional and stateresources and incidents that extend into multipleoperational periods and require a written IAP.

• Provide a multi-agency/multi-jurisdictional team forextended incidents to command and manage tacticalresources to achieve objectives set by the AgencyAdministrator.

• Support management of mobilization, staging anddistribution sites.

• Natural Disasters (Wildfires, Floods, Tornado,Blizzard, Flooding, etc.)

• Terrorist Incidents and man-made disasters• Transportation incidents (auto, rail, air, marine)• Public or Civil unrest (spontaneous or planned events)• Large Scale Events or Planned Events Public Works or

Public Health Incidents

Personnel *Positions may be substituted depending on incident need*

1 Incident Commander Type 2 (ICT2) 1 Public Information Officer Type 2 (PIO2) 2 Safety Officer Type 2 (SOF2) 1 Liaison Officer (LOFR) 2 Operations Section Chiefs Type 2 (OSC2) 1 Air Operations Branch Director (AOBD) 1 Planning Section Chief Type 2 (PSC2) 1 Logistics Section Chief Type 2 (LSC2) 1 Finance Section Chief Type 2 (FSC2) 4 Division/Group Supervisors (DIVS) 1 Facilities Unit Leader (FACL) 1 Supply Unit Leader (SPUL) 1 Food Unit Leader (FDUL) 1 Communications Unit Leader (COML) 1 Medical Unit Leader (MEDL) 1 Resource Unit Leader (RESL) 1 Geographic Information System Specialist (GISS) 1 Incident Technology Support Specialist (ITSS) 1 Situation Unit Leader (SITL) 1 Fire Behavior Analyst (FBAN) 1 Air Support Group Supervisor (ASGS) 1 Cost Unit Leader (COST) 1 Time Unit Leader (TIME) 1 Procurement Unit Leader (PROC) 11 Discretionary Positions 14 Trainee Positions

58 Total Personnel. Additional trainees are highly recommended. These can be negotiated with local jurisdiction

LONE STAR STATE INCIDENT MANAGEMENT TEAM - TYPE II (LONG TEAM

CONFIGURATION)

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1 Incident Commander Type 2 (ICT2) 1 Public Information Officer Type 2 (PIO2) 1 Safety Officer (SOF2) 2 Operations Section Chief Type 2 (OSC2) 1 Air Operations Branch Director (AOBD) 1 Planning Section Chief Type 2 (PSC2) 1 Logistics Section Chief Type 2 (LSC2) 1 Finance Section Chief Type 2 (FSC2) 2 Division/Group Supervisor (DIVS) 1 Geographic Information System Specialist (GISS) 6 Discretionary Positions 6 Incident Management Team Trainee Positions

26 Total Personnel. Additional trainees are highly recommended. These can be negotiated with local jurisdiction.

Task & Purpose • Manage incidents with complexity of Type 2, requiring

a significant number of local, regional and stateresources and incidents that extend into multipleoperational periods and require a written IAP.


• Support management of mobilization, staging anddistribution sites.

Mission Function • Natural Disasters (Wildfires, Floods, Tornado,

Blizzard, Flooding, etc.)• Terrorist Incidents and man-made disasters• Transportation incidents (auto, rail, air, marine)• Public or Civil unrest (spontaneous or planned events)• Large Scale Events or Planned Events Public Works or


Mission Capability

May require a Letter of Expectation or Mission Tasking from Agency Having Jurisdiction. IMT has minimal tactical resources, which should be assigned or negotiated with the team and the Authority Having Jurisdiction.

LONE STAR STATE INCIDENT MANAGEMENT TEAM - TYPE II (SHORT TEAM CONFIGURATION)

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1 Incident Commander Type 3 (ICT3) 1 Public Information Officer (PIOF) 1 Safety Officer, Line (SOFR) 1 Liaison Officer (LOFR) 1 Operations Section Chief Type 3 (OSC3) 2 Division/Group Supervisor (DIVS) 1 Planning Section Chief Type 3 (PSC3) 1 Resource Unit Leader (RESL) 1 Situation Unit Leader (SITL) 1 Geographic Information System Specialist (GISS) 1 Training Specialist (TNSP) 1 Incident Technology support Specialist (ITSS) 1 Logistics Section Chief Type 3 (LSC3) 1 Finance Section Chief Type 3 (FSC3) 3 Incident Management Team Trainee Positions


Task & Purpose • Manage incidents with complexity of Type 3, requiring

a significant number of local, regional and stateresources and incidents that extend into multipleoperational periods and require a written IAP.


• Management of mobilization, staging and distributionsite.




Mission Capability

May require a Letter of Expectation or Mission Tasking from Agency Having Jurisdiction. IMT has minimal tactical resources, which should be assigned or negotiated with the team and the Authority Having Jurisdiction.

LONE STAR STATE INCIDENT MANAGEMENT TEAM - TYPE III

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Task & Purpose • Manage incidents with All-Hazard incident complexity

of Type 3, requiring a significant number of local,regional and state resources and incidents that extendinto multiple operational periods and require a writtenIAP.


• Incident Management of mobilization, staging anddistribution site.

Mission Function • Natural Disasters (Floods, Tornado, Blizzard,

Flooding, etc.)• Terrorist Incidents and man-made disasters• Transportation incidents (auto, rail, air, marine)• Public or Civil unrest (spontaneous or planned events)• Large Scale Events or Planned Events Public Works or

Public Health


1 Incident Commander Type 3 (ICT3) 1 Liaison Officer (LOFR) 1 Public Information Officer (PIOF) 1 Safety Officer, Line (SOFR) 1 Operations Section Chief Type 3 (OSC3) 2 Division/Group Supervisors (DIVS) 1 Planning Section Chief (PSC3) 1 Resource Unit Leader (RESL) 1 Situation Unit Leader (SITL) 1 Training Specialist (TNSP) 1 Geographic Information System Specialist (GISS) 1 Logistics Section Chief (LSC3) 1 Incident Technology Support Specialist (ITSS) 1 Finance Section Chief Type (FSC3) 3 IMT Trainee Positions


Mission Capability May require a Letter of Expectation or Mission Tasking from Agency Having Jurisdiction. IMT has minimal tactical

resources, which should be assigned or negotiated with the team and the Authority Having Jurisdiction.

REGIONAL INCIDENT MANAGEMENT TEAMS - TYPE III

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Task & Purpose • Responsible for check-in and staging of all state

resources reporting to or working in the DDC or localarea of operations

• Responsible for planning operations at the DDC, EOCor ICP, to include the development of IAP, SituationReport, and/or Map Products

• Provide appropriate personnel to complete emergencyresponse and coordination planning

• Management of mobilization, staging and distributionsite


Flooding, etc.)• Terrorist Incidents and man-made disasters

Transportation incidents (auto, rail, air, marine)• Public or Civil unrest (spontaneous or planned events)• Large Scale Events or Planned Events Public Works or



1 Team Lead1 Planning Section Chief (PSC)1 Resource Unit Leader (RESL) *If Applicable*1 Status Check-In Recorder (SCKN) *If Applicable*1 Situation Unit Leader (SITL)1 Geographic Information System Specialist (GISS) *If Applicable*1 Documentation Unit Leader

4 - 7 Total Personnel. Additional trainees are highly recommended. These can be negotiated with local jurisdiction.

Mission Capability May require a Letter of Expectation or Mission Tasking from Agency Having Jurisdiction.

Planning Module has NO tactical resources.

TEXAS ALL-HAZARDS PLANNING MODULE

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Task & Purpose • Provide financial, administrative, and cost analysis of

the incident.• Provide financial guidance to IC or AA, on all incident

response related matters• Track incident costs for potential reimbursement and

coordinate with TDEM Regional Disaster FinanceCoordinator

• Provide appropriate personnel to complete emergencyresponse and finance coordination


Flooding, etc.)• Terrorist Incidents and man-made disasters




1 – 4 Finance/Reimbursement Specialists

1 - 4 Total Personnel. Additional trainees are highly recommended. These can be negotiated with the local jurisdiction.

Mission Capability May require Mission Tasking from Agency Having Jurisdiction, IMT, or IC.

TEXAS ALL-HAZARDS FINANCE/REIMBURSEMENT MODULE

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Task & Purpose • Provide incident intelligence to local EOC, IMT, local

government, and state agencies regarding structureslost within impacted area(s) for All-Hazard andwildfire incidents

• Produce maps and incident summary reports ofimpacted area, utilizing ESRI’s ArcMap, Collector,and Survey 123 through field assessments and analysis.


Blizzard, Flooding, etc.)• Terrorist Incidents and man-made disasters• Transportation incidents (auto, rail, air, marine)


1 Team Leader (FFT2)2 – 8 Team Members (FFT2/PIOF)1 Geographic Information System Specialist (GISS) *If Applicable*

3 – 10 Total Personnel. Additional trainees are highly recommended. These can be negotiated with the local jurisdiction.

Mission Capability

May require Mission Tasking from Agency Having Jurisdiction, IMT, or IC.

POST-FIRE ASSESSMENT TEAM

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Task & Purpose • Provide urban forest related damage assessment to

local government and state agencies, following adisaster

Mission Function


• Terrorist Incidents and man-made disasters• Transportation incidents (auto, rail, air, marine)

TFS URBAN TREE ASSESSMENT TEAM


1 Team Leader 2-3 Resource Advisors/Foresters

3 - 4 Total Personnel. Additional trainees are highly recommended. These can be negotiated with the local jurisdiction.

Mission Capability

May require Mission Tasking from Agency Having Jurisdiction, IMT, or IC

Operational Components

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Public Health

• Provide operational support for All-Hazard or Wildfireincidents that exceed local capacity

• Provide qualified and credentialed tactical resourcesfor statewide disaster response and incidentstabilization



Type I – Engine Strike Team1 Strike Team Leader (STEN)1 Command Aid5 Company Officers5 Drivers/Operators10 – 15 Firefighters (e.g., ENOP, FFTI, or FFTII)17 – 27 Total Personnel

Type III – Engine Strike Team1 Strike Team Leader (STEN)1 Command Aid5 Engine Boss’ (ENGB)5 Driver/Operators10 – 15 Firefighters (e.g., FFTI or FFTII)17 -27 Total Personnel

Type IV – Engine Strike Team1 Strike Team Leader (STEN)1 Command Aid5 Engine Boss’ (ENGB)5 Firefighters (e.g., ENOP, FFTI, or FFT2)12 Total Personnel

Taskforce1 Task Force Leader (TFLD)1 Command Aid5 Engine Operators (ENOP)15 Firefighters (e.g., FFTI or FFTII)26 Total Personnel

Additional trainees are highly recommended.These can be negotiated with the local jurisdiction.

Mission Capability


TIFMAS TASKFORCE/STRIKE TEAM

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TIFMAS - HAZMAT TASKFORCE

Task & Purpose • Provide operational support for HazMat incidents that

exceed local capacity• Respond to CBRNE emergencies and minimize

associate dangers• Provide qualified and credentialed tactical resources

for statewide or local HazMat response and incidentstabilization


1 HazMat Group Supervisor 1 HazMat Group Safety Officer 2 Person Entry Team 2 Person Back-up Team 1 Person Research/Information 1 Decon Officer

8 Total Personnel. Additional trainees are highly recommended. These can be negotiated with the local jurisdiction.

Mission Capability




Public Health

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Task & Purpose • Provide qualified and credentialed operational

resources with equipment necessary to supportwildland or All-Hazard response

• Provide man-power to assist IMT or IC in completingoperational objectives set for an incident


Blizzard, Flooding, etc.)• Terrorist Incidents and man-made disasters• Transportation incidents (auto, rail, air, marine)• Public or Civil unrest (spontaneous or planned events)• Large Scale Events. Planned Events, Public Works or



Type II Initial Attack Handcrew 1 Crew Boss (CRWB) 3 Squad Boss (ICT5) 14 – 18 Firefighters (e.g., FFTI or FFTII) 18 – 20 Total Personnel

Handcrew Module 1 Module Leader (SRB/ICT5) 2 Squad Boss’ (FFT1) 7 Firefighters (e.g., FFTI or FFT2) 10 Total Personnel

Handcrew Squad 1 Squad Leader (ICT5/FFT1) 4 Firefighters (e.g., FFTI or FFTII) 5 – 6 Total Personnel

Additional trainees are highly recommended. These can be negotiated with local jurisdiction.

Mission Capability


LONE STAR STATE HANDCREW

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Task & Purpose • Clear fallen trees, brush, and debris from State, County

and City roads to facilitate emergency access indisaster area.

• Provide support to other firefighting operations



Public Health Incidents Management of mobilization,staging and distribution site


Saw Module 1 Crew Boss 2 Squad Bosses4 Sawyers3 Swampers10 Total Personnel

Saw Squad 1 Squad Leader2 Sawyers 2 Swampers5 Total Personnel

Saw Team 1 Lead Sawyer 1 Swamper 2 Total Personnel


Mission Capability


TFS SAW CREWS

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Task & Purpose • Provide operational or logistical support to incident or

logistics facility during response phase of disasteroperations

• Provide qualified and credentialed operationalresources with equipment necessary to supportwildland or All-Hazard response


Blizzard, Flooding, etc.)• Terrorist Incidents and man-made disasters




Operational EquipmentMaintainersDozers (Type I, II, & III)MulchersChippersEngines (Type III & Type IV)Appropriate personnel will staff and operateequipment

Logistic/Support VehiclesFlat Pickups4 Wheel Drive VehiclesLong-Haul VehiclesTransportsAppropriate personnel will staff and operatevehicles


Mission Capability


TFS OPERATIONAL/LOGISTICS SUPPORT EQUIPMENT

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TEXAS COMMAND POST


1 Driver/Operator 1 Incident Technology Support Specialist

2 - 4 Total Personnel. Additional trainees are highly recommended. These can be negotiated with local jurisdiction.

Task & Purpose

• Provide Incident Command Post for disasters orplanned events

• Provides a center point of contact for emergencymanagement personnel


Mission Capability

May require a Letter of Expectation or Mission Tasking from Agency Having Jurisdiction.

Mission Function


• Terrorist Incidents and man-made disasters• Transportation incidents (auto, rail, air, marine)• Public or Civil unrest (spontaneous or planned events)• Large Scale Events or Planned Events Public Works or


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ABBREVIATIONS, ACRONYMS, AND INITIALIZATIONS

AA – Agency Administrator

AHJ – Authority Having Jurisdiction

CBRNE – Chemical, Biological, Nuclear, & Explosives

DDC – Disaster District Committee

DPS – Department of Public Safety

EMTF – Emergency Medical Task Force

EOC – Emergency Operations Center

ESF – Emergency Support Function

HazMat – Hazardous Materials

IAP – Incident Action Plan

IC – Incident Commander

IMAT – Incident Management Assistance Team

IMT – Incident Management Team

MRP – Mission Ready Package

SOC – State Operations Center

STAR – State of Texas Assistance Request

TDEM – Texas Division of Emergency Management

TFS – Texas A&M Forest Service

TIFMAS – Texas Intrastate Fire Mutual Aid System

TMD – Texas Military Department

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GLOSSARY OF RELEVANT TERMINOLOGY

Agency Administrator/Executive

The Agency Administrator or Agency Executive is the individual from an agency or at a jurisdiction who has responsibility for an incident or planned event. The Agency Administrator is often responsible for ordering the IMT and provides the IMT’s Incident Commander with policy direction, mission tasking and management objectives. The Incident Commander is accountable to that Agency Administrator or Executive(s).

The Agency Administrator also provides a Delegation of Authority or Letter of Expectation to the IMT during the Agency Administrator Briefing. This document provides clarifications to as to the expectations of the Agency Administrator. The Agency Administrator Briefing (if appropriate) often focuses on the general situation, current jurisdictional authority over the incident, management objectives, goals, priorities, and expectations. It also may focus on policies, political factors, media issues, and constraints. Responder and public safety should remain at the forefront of the priorities.

Delegation of Authority/Letter of Expectation

This document provides the time and limits of the IMT’s authority. This may come from an Agency Administrator, Agency Head, or Area Command Team. If unable to obtain a written Delegation of Authority/Letter of Expectation, the Planning Section Chief should assist the Incident Commander to document what verbal authorities have been conferred and try to get written acceptance by the Agency Administrator.

Incident Complexity Analysis

The Incident Complexity Analysis (Wildfire or All-Hazards) should be completed by the Agency Administrator. This will help to establish the complexity of the incident and will guide the Agency Administrator when determining the appropriate resources to order for the incident. This also helps the Incident Commander to determine if the incident’s complexity is remaining within their qualification level.

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TFS CONTACTS - COMMAND STAFF

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TFS CONTACTS - REGIONAL FIRE COORDINATORS

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TDEM CONTACTS - COMMAND STAFF

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TDEM CONTACTS - DISTRICT COORDINATORS

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DPS CONTACTS - DISASTER DISTRICT CHAIRS

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For additional information please visit: Texas A&M Forest Service

https://tfsweb.tamu.edu/ Texas Division of Emergency Management

https://www.tdem.texas.gov/dem/ Texas Interagency Coordination Center

https://ticc.tamu.edu/

ADDITIONAL RESOURCES

https://tfsweb.tamu.edu/

https://www.dps.texas.gov/dem/

https://ticc.tamu.edu/

Texas A&M Forest Service February 2020

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